, PUB2617
ASSIGNMENT 2 SEMESTER 2
2026
DUE 9 SEPTEMBER 2026
The Critical Role of Project Control and Evaluation in Ensuring Public Sector Project Success
Introduction
Public sector projects constitute the backbone of national development, encompassing
infrastructure development, service delivery improvement, and social programme implementation
that directly affects citizens' quality of life. Unlike private sector undertakings driven primarily by
profit motives, public projects are characterised by their focus on public good, accountability to
taxpayers, and the imperative to demonstrate value for money (Flyvbjerg, 2014). The successful
delivery of these projects is therefore not merely a matter of organisational efficiency but a
fundamental obligation of the state to its citizens. Yet, public sector projects globally are frequently
plagued by cost overruns, delays, and failure to deliver intended benefits, raising urgent questions
about the effectiveness of existing management practices (World Bank, 2018). Project control and
evaluation emerge as critical functions in addressing these challenges, providing the mechanisms
through which projects can be steered towards successful completion and their impacts
systematically assessed. This essay critically analyses the role of project control and evaluation in
ensuring the success of public sector projects, examining the theoretical underpinnings, practical
mechanisms, persistent challenges, and recommendations for improvement.
Conceptual Foundations of Project Control and Evaluation
Project control and evaluation represent distinct but complementary functions within the project
management lifecycle, each drawing upon established theoretical frameworks that have evolved to
address the unique characteristics of public sector undertakings. The theoretical foundations for
project evaluation are anchored in welfare economics and cost-benefit analysis, which have
historically provided the basis for assessing whether public investments generate net social
benefits (Mishan and Quah, 2007). These classical approaches are increasingly supplemented by
insights from new public management and programme evaluation, which emphasise
outcome-orientation and continuous performance assessment (Osborne and Gaebler, 1992). This
theoretical evolution reflects a fundamental shift in how public sector projects are conceptualised,
moving from a narrow focus on inputs and outputs to a broader consideration of outcomes,
sustainability, and stakeholder value.
ASSIGNMENT 2 SEMESTER 2
2026
DUE 9 SEPTEMBER 2026
The Critical Role of Project Control and Evaluation in Ensuring Public Sector Project Success
Introduction
Public sector projects constitute the backbone of national development, encompassing
infrastructure development, service delivery improvement, and social programme implementation
that directly affects citizens' quality of life. Unlike private sector undertakings driven primarily by
profit motives, public projects are characterised by their focus on public good, accountability to
taxpayers, and the imperative to demonstrate value for money (Flyvbjerg, 2014). The successful
delivery of these projects is therefore not merely a matter of organisational efficiency but a
fundamental obligation of the state to its citizens. Yet, public sector projects globally are frequently
plagued by cost overruns, delays, and failure to deliver intended benefits, raising urgent questions
about the effectiveness of existing management practices (World Bank, 2018). Project control and
evaluation emerge as critical functions in addressing these challenges, providing the mechanisms
through which projects can be steered towards successful completion and their impacts
systematically assessed. This essay critically analyses the role of project control and evaluation in
ensuring the success of public sector projects, examining the theoretical underpinnings, practical
mechanisms, persistent challenges, and recommendations for improvement.
Conceptual Foundations of Project Control and Evaluation
Project control and evaluation represent distinct but complementary functions within the project
management lifecycle, each drawing upon established theoretical frameworks that have evolved to
address the unique characteristics of public sector undertakings. The theoretical foundations for
project evaluation are anchored in welfare economics and cost-benefit analysis, which have
historically provided the basis for assessing whether public investments generate net social
benefits (Mishan and Quah, 2007). These classical approaches are increasingly supplemented by
insights from new public management and programme evaluation, which emphasise
outcome-orientation and continuous performance assessment (Osborne and Gaebler, 1992). This
theoretical evolution reflects a fundamental shift in how public sector projects are conceptualised,
moving from a narrow focus on inputs and outputs to a broader consideration of outcomes,
sustainability, and stakeholder value.
